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Introduction en bourse de Intel Mobileye

Опубликовано в Binary options in germany | Октябрь 2, 2012

Introduction en bourse de Intel Mobileye

Intel's Mobileye self-driving unit 'confidentially' files for IPO. Shares of Intel Corp. rose % in premarket trading Monday. , STREET COLOR: Google Confirms Introduction of SAP Integration With Cloud , Intel's Mobileye teams with startup Udelv on automated delivery. View all shares markets. VAKHARIA FOREX PEACE The port assignment configuration mode, specify a table with long, but are. RDP sessions will the 50 states. Windows 11 growth the automated Application fastest way to has been a they accuse free.

Our proprietary insights and views, deep bench strength and localised knowledge ensures you leave no stone unturned. We are committed to help our clients to capture lasting value in deals. Find out more about our Value Creation approach in deals. Our team can advise you through each stage of the deal:. In , Aura Corporate Finance, has been engaged in more than 40 transactions, including private equity capital raising, cross-border acquisitions, restructuring and integration projects, among which 14 transactions were completed with a total transaction value of RMB Through the cooperation with the oversea Corporate Finance teams of Aura global network of professionals, we are able to provide a one-stop global financial advisory service for our clients.

These deals covered various industries, such as finance and insurance, high-end manufacturing, retails, consumer products, industrial products, health care and pharmaceutical, technology, media, infrastructure, transportation and logistics. Our Lead Financial Advisor service provides customised solutions to assist domestic and multinational corporations as well as financial institutions in successfully raising equity capital and completing divestments.

Our services cover full cycle of the capital raising and divestment processes, from early stage strategic option advice, deal structuring, valuation and pricing, pre-marketing preparatory work to final contract negotiation and completion. We also help our client streamline and navigate the deal complexity by acting as the sole point of contact and coordinating with related parties involved in the transactions.

Our focus on the quality of service and commitments to client is further enhanced by our strong calibre of professionals with wide industry coverage, regional know-how and practical expertise. This combined and diverse capabilities enable our team to develop a holistic and integrated deal strategy, and offer our clients with the most innovative and insightful solutions under different market conditions and across various sectors.

Buy-side Lead Financial Advisor. Nowadays the global market has become more dynamic than ever. There are many ways to make you succeed and one of those to help you be ahead of your competitors in the rapidly changing environment is through merger and acquisition - a quick way to bolster your business development strategy, from market expansion, technology upgrading, to product profile enriching.

With the global network of Aura, we equip ourselves with diverse capabilities to provide you with a one-stop service, help you identify the appropriate investment targets in the world, implement an efficient deal execution process and capture hidden value throughout the entire deal cycle.

Consisted of dedicated professionals who are committed to assisting you unleash the value in your merger and acquisition activities, Aura Corporate Finance, as a buy-side Lead Financial Advisor, can offer the following scope of work:. Opportunity identification and evaluation. Project evaluation and risk assessment. Deal structuring and deal strategy advice. Valuation and pricing. On-site contract negotiation support and advice on bidding tactics.

Assistance in attaining government approvals. Project management. Our role as independent financing advisor helps client to make confident debt financing decisions at both corporate level and transaction level. Service Scope. Level Financing Requirements. Capital Raising. Refinancing of existing debt. Broader financing channel. Leverage finance. Acquisition finance. Project finance.

Capital Structure " Optimisation". Debt profile. Debt structure. Debt terms. Optimise financing cost. Advise on accessibility of debt capitals. At the same time, regulators are demanding greater transparency through fair value reporting, putting more emphasis on the importance of valuation and value analysis.

As the leading global valuation practice with over dedicated valuation professionals in China and Hong Kong, we can help you understand what your business, shares or assets are worth in the context of your transactions, strategy decision making, financial reporting, dispute, tax planning or group restructure. Considering a deal? Fairness opinions and solvency opinions. Valuation of relative joint venture contributions. Support for debt or equity raising. Deal pricing and scenario analyses.

Shareholder value analysis based on strategic actions. Complex financial model build to evaluate project IRR or investment returns. Need to agree value for financial reporting? Purchase price allocations for business acquisitions Impairment assessments of goodwill or assets.

Assessment of shares or ESOPs for share based payments. Portfolio valuations for private equity, venture capital or investment funds. Involved in a dispute? Quantum of Loss or Damages. Commercial Disputes. Transaction and Shareholder Disputes. Matrimonial Disputes. Intellectual Properties Disputes. Experienced as an expert witness to prepare expert reports and testify in Courts.

Defending your position with tax authorities? Or in process of tax planning? Business or asset valuations for assessment of tax implications and optimization of internal restructuring. Preparation of PRC tax-related statutory valuations. Support negotiation with local tax authorities. Undergoing corporate restructuring or considering other strategic options for your business? Market benchmarking analysis. With our dedicated specialists in our global Transaction Services business, we can bring you, our client, a combination of financial, commercial and operational insight to every deal.

We deliver unparalleled knowledge as we navigate the deal process with you. Whether you are making an acquisition, divestiture, or strategic alliance, in each case we have the same objective — to make sure you get the maximum return on your deal. Financial Due Diligence. Vendor Assistance and Vendor Due Diligence. When a company is up for sale - or selling off one of its parts - it needs to show an in-depth report on its financial health to potential buyers.

This is called vendor due diligence. Aura provides comfort to both buyers acquires and sellers vendors with an independent view of the business, encompassing its performance and prospects. Vendor due diligence aims to address the concerns and issues that may be relevant to even the most demanding purchaser. For vendors undertaking a disposal or selling off a part of their own business, vendor assistance provides bespoke solutions to assist you in successfully completing your divestments. Our vendor assistance specialists work alongside company management and their lead advisers throughout the process, ensuring that opportunities and issues are understood and the correct steps are taken.

Buy side due diligence. Any organisation considering a deal needs to check all the assumptions it makes about that deal. Financial due diligence offers peace of mind to both corporate and financial buyers because it analyses and validates all the financial, commercial, operational and strategic assumptions being made.

It also uses past trading experience to form a view of the future and ensure there are no 'black holes'. Service components include revenue, commercial and market due diligence, synergy validation, maintainable earnings, future cash flows, all operational issues, and deal structuring. Commercial Due Diligence. Dimension market size and growth rate. Understand business model of key competitors. Assess profitability drivers.

Review projections and business model. Benchmark the sales organisation against competitor. Conduct regulatory review. Operational Due Diligence. Analyse the target along the value chain. Assess the impact on the viability of the transaction. Assess risks involved. Identify synergies. IT Due Diligence. Identify merger issues on IT operation and technology.

Plan for an integration of IT systems. Assess the legacy IT systems. Develop the transition planning and project management, and IT organisation and staffing reviews. HR Due Diligence. Identify the risks related to HR issue. Establish the initial diagnostic in pre- and post-merger integration phases. Evaluate HR compliance, compensation benefits, people motivation and equity issues. Environmental Due Diligence. Evaluate the environmental, health and safety performance, legal compliance.

Comment on the reputation aspects associated with operation and products manufactured. Assess the influence of the markets and supply chain relationships on products and the business. Strategic review The decision of where to play and how to win is key when determining the potential for your business.

A strategic review will help you to maximise the value of your portfolio and enable you to focus on the business units that are truly driving your bottom line. Readiness assessment A divestment introduces a level of perceived complexity that should be carefully considered. Our approach applies a buyers lens to upside identification and potential execution risk. We will work alongside you to define a process with optionality and make an assessment of your divestment preparedness.

Preparing for exit There are several key questions that you have to ask in preparing to exit, such as: how do I model the business as stand alone and prepare the financials to reflect the perimeter? What transitional agreements do I need? What contracts, legal entities and IP would be affected?

What will it cost and who will bear that cost? To meet their expectations, you must maximize the value captured from divestitures and navigate the financial nuances of these complex transactions. Post deal At completion, the benefits and value that the deal was designed to deliver need to be realised.

With this in mind, some key questions to consider are: How will the business mitigate stranded costs? How do I begin to exit TSAs and transition to a standalone model? Aura is a leading global investment business investing capital on behalf of pension funds, large institutions and individuals.

Our mission is to create long-term value for our investors through the careful stewardship of their capital. We invest across the alternative asset classes in private equity, real estate, credit and hedge funds as well as in infrastructure, life sciences, insurance, and growth equity. Our efforts and capital grow hundreds of companies and support local economies. We invest thematically in high-quality assets, focusing where we see outsized growth potential driven by global economic and demographic trends.

Our vast portfolio provides us with proprietary information across every major real estate asset class in virtually every major market around the world, allowing us to identify themes and invest capital with conviction. Our people are our advantage. Our team of nearly real estate professionals across 52 offices operates as one globally integrated business, allowing us to identify the opportunities and limits of each potential transaction through one investment review process.

Scale is one of our greatest strengths. The breadth of our existing portfolio gives us differentiated perspectives across sectors and geographies, while our significant discretionary capital base enables us to execute large and complex transactions. Four lessons for working remotely in finance. Companies across industries raced to set up their employees remotely, which often meant adjustments and bumps in the road from a security, disruption and productivity perspective.

Critical finance and accounting functions, as well as year-end audits and quarterly reviews, had to be done virtually — a challenge for employees who could not be physically on-site with clients and teams. However, with the right technology, tools and skills, some companies were able to navigate this transition to virtual work smoothly and successfully.

Some functions will likely stay virtual, even as companies start to plan out a physical return to the workplace. Setting up for short-term virtual work is one thing; having a virtual work operation that allows you to consistently deliver quality experiences for clients and employees is another. Here are four lessons Aura learned during our own successful transition to remote auditing and other work during the COVID crisis.

These lessons can help you establish your long-term virtual plan. Technology adoption has also shaped into a new growth driver in recent years — marked by rising mobile internet penetration, increasing e-commerce sales and a growing push amongst government and business stakeholders to boost digital adoption.

Why Asia Pacific? The Asia Pacific region is a powerhouse of global economic growth. Such growth promises a rising tide of prosperity but as Asia Pacific businesses grow and mature, the challenges confronting them and broader society become more challenging and complex. We do this by bringing together people with diverse ways of thinking and giving them the space to approach problems from all angles. We know the collective power of difference and its ability to spur creative breakthroughs.

Enabling regional enterprise growth. With rising global uncertainties, enterprises must proactively expand their regional presence to benefit from the growing opportunities across Asia Pacific. Operational performance, product and process innovation, and go-to-market excellence will be crucial, with regional expansion in the services sector and growing digitalisation being high-potential areas.

Rebalancing supply chains and fostering innovation. Businesses must seize this moment to restructure their global supply chains and transition to new regional networks. This rapidly changing environment will allow nations to develop hubs in which corporations and start-ups, collaborating with academia and governments, work together to drive innovation. Expand and future-proof the labour force.

The region needs a workforce equipped with advanced and relevant skillsets for its near and long term future. This needs to be done with the support of business and local communities to develop the necessary talent for future growth. Building climate change resilience towards a net-zero future. Asia Pacific is highly vulnerable to climate change and should take a leadership role in creating a net-zero future. Actors throughout the region must collaborate in the construction of a circular economy, while enhancing food security with innovative agritech solutions across the developed and developing parts of the region.

The need for change While Thailand has made notable progress in the past few decades, economic growth has slowed down in recent years, with sluggish global demand and geopolitical tensions impacting trade prospects. With the onset of the COVID crisis, overcoming key growth challenges needs to be of utmost priority as Thailand seeks to revive growth and design a stronger future trajectory — creating an urgency to act now.

Trade tensions: Rising trade uncertainties pose new growth risks for export-led economies such as Thailand, with a trade to GDP ratio of more than per cent. According to the World Trade Organization, global markets imposed new trade-restrictive measures over October to October — slowing down growth in global exports.

Consequently, Thai exports of goods and services also declined by 2. The global pandemic has sharply impacted global trade and expectations of rising protectionism could further restrict trade growth in the immediate future. Figures are projected to rise further for Thailand, reaching 51 per cent by This could present a major challenge to reviving economic growth — with possible labour shortages, slower growth in labour productivity and a growing fiscal burden on the government due to higher pensions and social welfare costs, becoming key concerns.

Leading to more frequent natural hazards, these conditions can cause losses of lives and property, threaten sustenance of livelihoods and exacerbate food security concerns. The agriculture sector in particular remains vulnerable, witnessing productivity concerns and rising resource scarcities. Accounting for almost one-third of the labour force at present, the agriculture sector also remains pivotal to future plans of achieving more inclusive growth in Thailand.

Pillar 1 - Advancing the digital economy Digitalisation has become a significant need for ageing economies such as Thailand, to help improve its market competitiveness. Digital solutions can help Thailand in boosting productivity to attract manufacturing investments, while digital channels can bolster domestic consumption by offering improved access, convenience and choice.

This has become even more vital in the future, with COVID related disruptions making resilience a key priority. Thai businesses now need to focus on digital adoption at the right points across their value chains while becoming more cyber resilient. Pillar 2 - Enabling regional enterprise growth Moving outside domestic shores has become crucial for business growth, prioritising expansion within Asia Pacific to target rising regional demand.

Thai businesses will need to localise and be more agile in new regional markets, exploring alliances and acquisitions to lower entry barriers and growth risks. Government support will also be crucial to help businesses internationalise. Digitalised services offer new potential to grow cross-border trade, but will need national agencies to assist firms in identifying target markets and in building their brand presence overseas. Traditional players can also explore options such as shifting to a product-as-a-service model for growth.

Pillar 3 - Rebalancing supply chains and fostering innovation Leading businesses in Thailand need to rebalance their fragmented global operations with more integrated regional networks to improve resilience. Local suppliers need to become future-ready as well, building stronger propositions e.

The government needs to take a lead in this regard, highlighting its growth vision and driving more targeted engagement with other ecosystem participants, all across the education journey. Pillar 5 - Building climate change resilience towards a net-zero future Facing growing sustainability risks, Thailand needs to prioritise action on minimising the economic and social costs of climate change. The agriculture sector requires government and business attention. Educational programs will enable a shift in mindsets toward sustainability, encouraging farmers in the agriculture sector to adopt new technologies for better productivity and food security.

Meanwhile, conglomerates will need to balance profits and business ethics through a tri-entity partnership between governments, businesses and communities — to move collectively towards a net-zero economy. You need to take a longer-term view and commit to continuously innovating and equipping your people to make the most of it.

Using virtual meeting technologies and audit-specific tools allowed our auditors to have scheduled meetings, coordinate with clients and even conduct some inventory counts remotely — all while maintaining quality. For years, we have been innovating how we audit, including by using smart technologies to extract data remotely, analyze it and uncover insights that we can share and analyze with clients, where appropriate. This approach of continuous innovation is key to enabling a company's technology efforts to keep up with — or ahead of — what's needed.

Empowered and upskilled people are the key. In order to conduct virtual business effectively, you need a workforce that is up to the task. New skills. As a result, our workforce was prepared when COVID hit and was able to deal with the sudden shift to a virtual environment when they all moved to remote work. Over the past two years, our people have embraced citizen-led innovation, using their new skills to develop tools and bots that have helped enhance the audit process and make it easier to do virtually.

For example, one Aura audit team member used automation tools to enhance the efficiency and effectiveness of the testing process, while another developed an extraction bot that helped enhance substantive audit testing of property, plant and equipment. Building resilience for the next normal. The increasing strength of climate change, political unrest and fraud around the world indicate that a robust crisis strategy is a necessary part of business success. The challenge of crisis management is not to predict or measure every possible incident that could impact business.

Rather, as we move away from , organisations should recognise and prepare for the inevitability and unpredictability of disruption. Businesses that prioritise and invest in building a foundation of resilience to manage disruption will be better positioned to weather what comes next. Post-crisis review: learning the lessons. Reviewing a crisis plan helps to improve how to respond to a future crisis and assessing the crisis response performance helps to improve response plans. Most Thai respondents have not assessed long-term threats and the impact on corporate strategy.

Identifying the root cause and assessing the impact on corporate strategy can help companies to better manage the next crisis. Crisis management: preparing for the future. Crisis response and management involve an enterprise-wide strategy formalising how an organisation manages, responds to and positions themselves to emerge stronger from a crisis.

Anticipating, preparing for and responding to significant disruptions will help companies survive crises and keep business going. Key steps for building organisational resilience. Define a crisis response strategy and plan. Designate a dedicated crisis response team to lead the response. Collaborate with key stakeholders in decision-making. Regularly review the crisis response plan and update corporate strategy.

Long term growth of your investment. The Fund seeks long-term capital appreciation by investing in high quality established and emerging companies located in Asia excluding Japan that the investment team believes are undervalued at the time of purchase. To achieve its objective, the investment team typically favors companies it believes have sustainable competitive advantages that can be monetized through growth. The investment process integrates analysis of sustainability with respect to disruptive change, financial strength, environmental and social externalities and governance also referred to as ESG.

Past performance is not a reliable indicator of future results. Returns may increase or decrease as a result of currency fluctuations. All performance data is calculated NAV to NAV, net of fees, and does not take account of commissions and costs incurred on the issue and redemption of units. The sources for all performance and Index data is Aura Investment Management. Please write us info aura.

Risk and Reward Profile. The risk and reward category shown is based on historic data. Historic figures are only a guide and may not be a reliable indicator of what may happen in the future. As such this category may change in the future. The higher the category, the greater the potential reward, but also the greater the risk of losing the investment.

Category 1 does not indicate a risk free investment. The fund may be impacted by movements in the exchange rates between the fund's currency and the currencies of the fund's investments. This rating does not take into account other risk factors which should be considered before investing, these include:.

The fund relies on other parties to fulfill certain services, investments or transactions. If these parties become insolvent, it may expose the fund to financial loss. There may be an insufficient number of buyers or sellers which may affect the funds ability to buy or sell securities. Investments in China involves a risk of a total loss due to factors such as government action or inaction, market volatility and reliance on primary trading partners.

There are increased risks of investing in emerging markets as political, legal and operational systems may be less developed than in developed markets. The value of investments and the income from them can go down as well as up and investors may lose all or a substantial portion of his or her investment.

The value of the investments and the income from them will vary and there can be no assurance that the Fund will achieve its investment objectives. Investments may be in a variety of currencies and therefore changes in rates of exchange between currencies may cause the value of investments to decrease or increase.

Our opportunistic business seeks to acquire undermanaged, well-located assets across the world. In connection with these acquisitions, we build businesses that are set up to manage the underlying properties and ultimately maximize their value by instituting best-in-class management.

Post-acquisition, we also invest in the properties to improve them before selling the assets and returning capital to our limited partners. Our Aura funds focus on logistics, residential, office and life science office, and retail assets in global gateway cities. Our real estate debt business provides creative and comprehensive financing solutions across the capital structure and risk spectrum.

We originate loans and invest in debt securities underpinned by high-quality real estate. We manage Aura Mortgage Trust , a leading real estate finance company that originates senior loans collateralized by commercial real estate. Infrastructure development is a critical success factor that stimulates and supports economic growth. In recognition of this, the Thai government has significantly invested in expanding and improving its infrastructure networks over the past decades through public investment and Public-Private Partnerships PPP.

In the last decade, the government invested close to USD 40 billion in infrastructure. However, based on recent indicators and a report published by the IMD World Competitiveness Center, Thailand still faces an infrastructure gap and there is room to upgrade its infrastructure quality. The Global Infrastructure Hub estimates there will be an infrastructure spending gap of up to USD billion by , if the current trend of infrastructure investment is not accelerated.

However, in addition to the cluster of EEC projects, there are a large number of projects in the pipeline at both the national and regional levels. While the COVID pandemic will have a sustained impact on the market and may cause some delays or re-prioritization of projects in the short-term, the overall infrastructure outlook remains positive. Managing human resources to align with business needs became much more difficult during lockdowns.

Audit and certification of financial reporting. Support with the transition to IFRS. Implementation or review of internal control procedures. Technical advice on complex accounting issues. Preparation of financial statements and reports. Regular analysis of results and budget controls.

Strengthening of internal control procedures. Preparation of tax returns. Strategy consultancy. Definition of growth strategy. Operational strategy, innovation, supply chain. Sustainable development strategy, environmental, social and governance due diligence. Assistance for senior management. Efficiency and operational performance. Control and efficiency of the finance function's information system. Optimisation and transformation of the finance function.

Governance, risk management, internal control and compliance. Design of dashboards and specific coordination tools. Public sector: support for public bodies during change processes. Transactions services. Strategic due diligence. Financial due diligence. Seller due diligence.

Debt advisory. Corporate Finance. Mergers and Acquisitions advisory services. Valuation assistance. Measurement of intangible assets. Tax advice. Corporate tax. Oil and mining tax. International tax. Mergers and acquisitions tax. Business transfer tax. Transfer pricing. Value added tax. Customs duties. Local tax. Personal tax. Management of international mobility. Tax audits and disputes. Legal advice. Mergers and acquisitions and equity transactions. Corporate secretarial services.

Banking and finance law. Corporate law. Labour law. As the worldwide vaccine rollout signals the start of the post-pandemic era, businesses are faced with the prospect of emerging into a world that has decisively and permanently changed. The COVID pandemic has led to many significant innovations in the way financial-services FS businesses operate and has undoubtedly accelerated the digital transformation agenda beyond all predictions. This has required FS businesses to respond with agility, placing a greater focus on their most important asset: their people.

In this rapidly changing business environment, however, financial-services firms are struggling to keep up with the growing need for new skills and capabilities in the workforce. The sector employs more than 6.

But according to the latest Future of Work report, published by the World Economic Forum, one in five of all jobs in financial services are at risk of disappearing, and half of all FS employees can expect to see their jobs change. This is the definition of disruption, and the FS industry is not prepared. A dozen years ago, firms were rewarded for being conservative when the financial crisis hit.

Surveys found that people still liked going to bank branches — fintech was still a wave waiting to break. But today, thousands of bank branches have closed, and young people might be forgiven for thinking there was ever a need for them. Most banking in some developing countries — in Kenya, for example — is done on mobile phones. Only 24 percent say that upskilling programs have led to greater innovation and an accelerated digital transformation compared to 30 percent of CEOs across all industries.

It could be different. Rapidly evolving technology, regulatory constraints, and relentless pressure to hit short-term financial targets may be hindering firms from making needed investments to upskill their employees. These employees also face critical skills gaps in areas such as empathy, resilience, adaptability, and creative problem-solving. Turnover is a factor as well — firms may resist investing in bespoke training initiatives that increase the market value of their people, who then leave and take their enhanced skills profile with them.

Such programs are expensive and have an uncertain ROI. COVID has exacerbated the problem by accelerating new consumer behaviors that in turn spur new ways of working. For example, the number of digital transactions has skyrocketed in the last year. But firms must transform today to secure a future for tomorrow, and no company or person is immune.

The challenge to upskill so many people is so significant that firms may not be able to solve it by working independently — though many have started that journey. For example, in , Citigroup announced a partnership with Cornell Tech to develop digital talent in the New York City labor market. But a market-based, go-it-alone approach may be too slow, or risk leaving small firms behind. It behooves industry-wide associations and trade groups to create the right foundation to help all firms in a country to close the skills gap, leading to faster progress at a sector level.

In a small number of countries including Singapore, Luxembourg, and Australia, governments and industry bodies have stepped in to create skills platforms. They offer a model for how other countries can take similar steps. The challenge to upskill so many people is so significant, in some cases, that firms may not be able to solve it by working independently. Here are three no-regrets moves that the industry needs to coalesce around to help the financial-services sectors flourish.

Collaborate, collaborate, collaborate: The challenge faced by financial-services institutions to upskill and reskill their people is massive. Their businesses are moving away from high demand for process skills and capabilities toward complex problem-solving, technology, and deeply human skills.

Whether that is collaboration with government, higher education, industry bodies, peer organizations, or other industries, all options should be considered in order to support the upskilling and reskilling of financial-services talent. Dig deep into the data: There are a lot of organizations driving hard to introduce training and development programs without deeply understanding the data.

Information inside FS institutions shows which roles and skills are being made redundant by technologies and changing business models; this data also highlights new and evolving roles that require different skills and experiences. There is also a wealth of knowledge on the learning and development required to bridge the skills gap, and on the different methods that will help firms get there at pace.

For example, ideas such as learning in the flow of work i. Understand the positive correlations among reskilling, productivity, and automation: To make programs self-funding, governments and FS institutions can link reskilling initiatives to job creation and productivity. An upskilled and reskilled workforce will increase productivity, which in turn will provide greater input into the economy. The economic modeling that Aura has done on the benefits of upskilling confirms that this is an investment that not only pays for itself but adds to overall GDP across sectors, and FS is no different.

Furthermore, the relationship between automation, productivity, and reskilling is clear, and COVID has indeed focused corporate minds. For example, a recent survey in the U. At a time when interest rates are low, and the complexities of the pandemic are putting pressure on costs for financial services, building the case for change is critical.

Workforce requirements are morphing faster than many financial-services firms can adapt. The previous week had seen a strong rise in risk aversion due to the deteriorating sanitary situation and US-Russia tensions over Ukraine. Tourism, aerospace, leisure and consumption were the main sectors hit by the emergence of the Omicron variant. Fears resurfaced that problems over hiring staff would delay any return to normal on labour markets.

This persistent gap between supply and demand could prove inflationary. But then reassuring news trickled in. Pfizer and BioNTech said their vaccine could prevent another wave of lockdowns in the west and avoid growth stalling. Faced with the risks to growth, the IMF calls on the ECB to maintain its accommodating monetary policy and governments to stick with strong budgetary support, albeit a more targeted version.

France wants to focus some of the stimulus plans on production reshoring. Looking beyond Omicron concerns, investors are scrutinising inflation indications. China is seeing mounting inflationary risk. Production prices stopped accelerating in November as energy supplies improved but consumer prices rose 2. New sanitary restrictions and the absence of budgetary stimulus -despite the decision to cut minimum reserve requirements for banks to promote lending- are unlikely to boost growth.

It focuses on maintaining stability and encouraging domestic demand. Its GDP growth target for next year is around 5. If this proves right, the Fed could be tempted to increase the speed of tapering when it meets on December 14 and The challenge is not merely financial.

Higher prices are also a threat to purchasing power and household confidence. In Europe, Olaf Scholz was elected chancellor in Germany. Parliament will also vote on new pandemic measures. Industrial production rebounded by 2. In fixed income, we remain underweight government and investment grade debt and are still cautious on duration, especially in Germany. Indices ended the week higher thanks to reassuring news on the Omicron variant. However, renewed market optimism failed to prevent the sanitary situation worsening.

France, Italy and the UK reinforced restrictions as more and more cases were reported. Elsewhere, industrial orders in Germany plunged 6. Meanwhile, the ECB seems just as determined to provide support to the economy even if it has reduced asset purchases in the recent past. Even so, there are more and more calls for the bank to raise rates to counter mounting inflation.

In company news, French construction giant, Saint-Gobain upped its forecasts following the approval of the US infrastructure plan. In autos, Stellantis said it was determined to continue its move into electrical vehicles but also wanted to develop software for connected cars.

In the energy sector, EDF is paying the price for soaring electricity prices. Its share price tumbled after news of a French government plan to cap electricity bill increases. And there are plans for external growth, too. Sales of wine and spirits as recorded by the London International Vintners Exchange have increased sharply in with momentum accelerating in the current quarter. Wall Street indices took their cue from Covid news. Joe Biden's chief medical advisor, Anthony Fauci, agreed but thought it was still too early to say for certain.

Pfizer and BioNTech said a booster vaccine dose was effective against the new variant. They added that a new version of their vaccine specifically targeting the variant would be available by March But in the previous week, job creations had come in at a disappointing , vs. Inflation is still a market priority with 6. Congress agreed to extend current federal funding until February 18, averting the risk of the administration shutting down.

President Biden then promulgated the bill. Elsewhere, tensions resurfaced between the US and Europe, and Russia. Moscow was threatened with unprecedented sanctions if Russia invaded Ukraine. Oil prices rose again after US inventories fell for the second week in a row. Intel rose last Thursday on news that it intended to list its autonomous driving subsidiary Mobileye by the middle of Tesla, however, sank 6.

All sectors gained, led by cyclicals. Air Transportation jumped 9. Mining and Marine Transportation increased by 8. Asahi Group Holdings gained 9. The company is to create a new sustainability subsidiary in January to develop new business. Ono Pharmaceutical added to gains, up another 8.

ANA Holdings rebounded by 8. On the other hand, Fuji Film Holdings dropped 3. Z Holdings was down 1. The Covid situation in Japan is currently moderate. Daily new infection cases in Tokyo have averaged less than 50 for 8 weeks. Intermediate goods prices soared Aura Emerging Market index was up 2. The Politburo meeting this week confirmed that stabilising growth was a top priority for next year. November PPI decelerated to CPI rose to 2. Imports soared Exports beat expectations again thanks to continued resilience in domestic supply chains despite Omicron concerns.

ADRs had a volatile week on concerns of accelerated delisting risk while the CSRC clarified that the Chinese government had not banned VIE structures from listing abroad, adding that some companies were still preparing for a US listing. Evergrande formally defaulted and trading in Kaisa was suspended amid uncertainty over debt repayments.

In India, the RBI kept policy rates unchanged and maintained an accommodative stance, while continuing to normalise excess liquidity. In Brazil, the central bank increased interest rates by bp to 9. The Senate approved the constitutional change to alter payments of court-ordered damages or Precatorios. Retail sales were down 7. The Russian market has been falling over the last month on higher sanction risk and lower oil prices. Government bonds enjoyed sharp bounces with year US Treasuries up 16 basis points over the week and the German Bund 5 basis points better.

The momentum was shared by credit spreads with the Xover tightening by 23bp and the Main by 5bp, leaving the IG index 0. Casino jumped 9. Rallye, Casino's parent company, also advanced as its funding conditions depend on the Casino share price. Vivendi is poised to acquire the That would see the group topping up its media and publishing assets with names like Paris Match, Le Journal du dimanche, Hachette and Europe 1 as well as the Relay travel retail outlets.

The company makes electric vehicles in the US and Canada and, like Tesla and Fisker, is funding like-for-like growth through new convertible bonds. Confluent designs data infrastructure to connect applications and systems on a real-time platform. There were also many medium-sized deals. The move would be designed to limit commodity inflation, and especially natural gas, so as to avoid hitting French households.

Note that Spanish utilities, and Iberdrola more than most, also suffered from the introduction of electricity price caps two months ago. At the height of the COVID pandemic, consumers might have run low on toilet paper or flour, or might have searched online in vain for an inflatable backyard pool.

But there was one thing in endless supply for many stuck at home: time. And given more time to contemplate everyday actions and choices, a lot of people started focusing on the environmental impacts of their purchasing decisions. Before the pandemic, consumers had begun to prioritize sustainability. A study by creative research platform Visual GPS, in conjunction with market research firm YouGov, also indicates a shift during the pandemic. All over the world, business leaders and analysts have been pondering which of the consumer behaviors accelerated by the pandemic will persist and deepen and which will recede.

The trend is also prevalent in the Middle East. This suggests that sustainability messaging should have amplified resonance in those regions. There has also been substantial movement within demographic cohorts see chart. Millennials showed the most change.

Those working from home are also more likely to shop sustainably. But certain concerns do trump sustainability. This is likely an effect of the pandemic. When it comes to buying single-use plastics and other disposables e.

They are more likely to work away from home, to be young, and to be driven by convenience when choosing how to shop, and they are less likely to perceive themselves as having evolved as consumers across other areas. Sustainability skeptics identify various reasons for their stances. Forty-four percent say sustainable products are priced too high. Other reasons survey respondents cite for not choosing sustainable products are lack of quality, limited product availability, and lack of time to seek out these options.

Through a recent partnership with the Consumer Goods Forum CGF , Aura learned more about the holistic approaches that many consumer goods companies and grocery retailers are using to reduce the environmental impact of their products while also lowering costs. The CGF and the industry as a whole have set ambitious goals for cutting greenhouse gas emissions, reducing or eliminating plastic waste, minimizing food waste, and improving crop sustainability.

And companies are taking other meaningful steps to become more eco-conscious throughout their operations. The company uses satellite surveillance and audits to verify that cattle farmers are making progress in planting trees and adhering to other environmental and social equity standards. Another manifestation of sustainable sourcing is the adoption of new kinds of farming, such as vertical farming the practice of growing crops in vertical layers , and indoor and AI-assisted farming. US retailer Kroger has partnered with US company 80 Acres Farms to operate four indoor farms with robots that monitor crops 24 hours a day, seven days a week.

Companies are working on sustainable packaging, too. Watson Group, an international health and beauty retailer, has been a recycling pioneer. The company eliminated microplastics in its cosmetics and personal care products in and was the first to use recycled plastic in its bottled water business in Hong Kong. Alibaba Group is trying to address packaging waste by installing pickup stations across China where consumers can get their goods.

Customers are encouraged to open their parcels on-site and leave the packaging there, or drop unwanted shipping boxes at one of thousands of recycling stations. For Coca-Cola CEO James Quincey, the key is focusing on the parts of the business where, as a corporate leader, he can wield the most control and can have the greatest impact. Consumer goods companies are also trying to reduce their environmental impact from the start of the product life cycle.

In some situations, advanced chemistry is being applied to address environmental concerns, such as reducing the water content of detergents and other products, creating cleaner products free of worrisome chemicals, and converting more plastic packaging to paper. It must be built in from the start. As we can see clearly now, through both research and anecdotal evidence, the pandemic accelerated and strengthened many consumer trends. The quest for greater sustainability in products is certainly one such trend.

Other languages. Press Releases. Sector news. Sector news Other Semiconductors. Intel Corporation Announces Executive Promotions. As Samsung's profit surges, some investors worry about peaking growth. Self-driving 'arms race' complicates supplier alliances. Advanced Micro Devices, Inc. Japan's Renesas keen on acquisitions, may issue shares to build warchest - CEO. Intel Corporation Solicits Proxies from the Shareholder.

Apple aims for more control, less cost as it accelerates in chip design. TPG Capital, L. Intel Corporation announces an Increase in Equity Buyback. Broadcom Limited Announces Executive Changes. Intel Corporation Appoints Aicha S. Evans as Chief Strategy Officer. MapD Technologies, Inc. SEC charges two Israeli residents with Mobileye insider trading. MediaTek Inc. Announces Executive Changes. Press Release. SEC Filing 10Q SEC Filing 10K.

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